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Identifying leadership potential in an A ustralian context
Author(s) -
Troth Ashlea C,
Gyetvey Christopher
Publication year - 2014
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1111/1744-7941.12034
Subject(s) - psychology , perception , employee engagement , leadership style , context (archaeology) , public relations , transactional leadership , emotional intelligence , sample (material) , social psychology , political science , paleontology , chemistry , chromatography , neuroscience , biology
There is increasing recognition that identifying leadership potential is vital for long‐term organizational survival. Using a sample of 166 A ustralian public service employees, and their 149 managers, this article empirically examines the role of general mental ability, problem‐solving skill, emotional intelligence, employee engagement and career aspiration in identifying leadership potential. Both manager and employee self‐ratings of leadership potential perceptions are considered as well as the presence of rater effects. Manager perceptions about problem‐solving ability, engagement and aspiration predicted their ratings of employee future leadership potential. Employee self‐ratings, apart from aspiration, did not. Rater effects were found. We discuss the implications of these results and suggest some strategies to more closely align managerial and employee views of leadership potential.